B2B SaaS · Global Self-Serve + Enterprise
Global Tech Platform
Stuck at 100 daily transactions · single-currency checkout · US-centric messaging
A self-serve SaaS product with US product-market fit, stuck at 100 daily transactions. International expansion attempts had failed because checkout, currency, and positioning had never been localized. Enterprise channel didn’t exist. We did both — 10x’d transactions and built a parallel enterprise revenue layer.
10x
Daily transactions (100 → 1,000+) in 9 months
+25%
Total revenue from a brand-new B2B enterprise channel that didn’t exist before
-34%
Cart abandonment after multi-currency, multi-method checkout rebuild
The Challenge
What needed to break.
Strong US self-serve traction had plateaued. Multiple international expansion attempts had failed — and the team didn’t know whether the problem was demand, conversion, positioning, or product. Single-currency checkout, US-centric messaging, no payment localization, and zero enterprise sales motion. They had been treating ‘international’ as one market when it was actually 5+ separate markets each with a different funnel.
The Approach
What we actually did.
Rebuilt checkout with 12 local currencies and region-specific payment methods
Installments for LATAM. VAT-inclusive pricing for EU. Faster shipping guarantees for APAC. Cart abandonment dropped 34% in the first month. The ‘localized site’ was never the deliverable — the localized checkout was.
Market-specific landing pages with full repositioning per region
Premium positioning in EU. Value positioning in SEA. Never the same copy translated. Each region got its own positioning playbook because the buyer’s job-to-be-done differed by market — the product was the same, the reason to buy was not.
Tiered pricing calibrated to local willingness-to-pay
Set tiered pricing per region calibrated to local WTP, not US-dollar conversion — preserved margin in high-cost markets, captured volume in price-sensitive ones. The CFO loved this; the growth team had been arguing for it for two years.
Built the B2B enterprise channel that didn’t exist
Added a parallel wholesale and enterprise portal — within 12 months it accounted for 25% of total revenue. Same product, sold through a different motion (sales-led, longer cycle, higher ACV). This is the SaaS internationalization lesson: self-serve that works in the US almost always needs an enterprise layer to scale internationally.
Automated multi-warehouse fulfillment routing
Routed orders from the nearest hub (US, EU, or Asia) — improved delivery times AND margin simultaneously. Operational fix that the growth team had been ignoring because it wasn’t ‘marketing.’
The Outcome
What the engagement produced.
10x daily transactions in 9 months, a new enterprise revenue channel contributing 25% of total revenue, and cart abandonment cut by a third.
10x
Daily transactions (100 → 1,000+) in 9 months
+25%
Total revenue from a brand-new B2B enterprise channel that didn’t exist before
-34%
Cart abandonment after multi-currency, multi-method checkout rebuild
What this engagement taught us
‘International’ is not one market — it’s 5+ separate markets, each with a different funnel, payment expectation, and reason to buy. Self-serve SaaS that wins in the US almost always needs an enterprise layer to scale internationally. The same product, sold through a different motion, doubles the addressable revenue. Adding a B2B enterprise channel to a self-serve SaaS is the highest-leverage international play we’ve found.
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